Pub Date : 2019-02-21DOI: 10.1108/case.iima.2020.000199
A. Pathak
A buyer company has an advance payment stuck with the seller company and acts cautiously in not paying further till they get control over the goods. Claiming this to be a breach, the seller terminates the contract and makes claim for the damages. The seller picks all legal points it could in the routine business practices to escape the unfortunate situation. The judgment in the Toba Trade Case gives a comprehensive view of several legal themes including, payment and delivery, variation of contract, termination, anticipatory breach, award of damages and unjust enrichment.
{"title":"Overlap of Termination Terms and Principles of Contract Law: The Toba Trading Case","authors":"A. Pathak","doi":"10.1108/case.iima.2020.000199","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000199","url":null,"abstract":"A buyer company has an advance payment stuck with the seller company and acts cautiously in not paying further till they get control over the goods. Claiming this to be a breach, the seller terminates the contract and makes claim for the damages. The seller picks all legal points it could in the routine business practices to escape the unfortunate situation. The judgment in the Toba Trade Case gives a comprehensive view of several legal themes including, payment and delivery, variation of contract, termination, anticipatory breach, award of damages and unjust enrichment.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131639783","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2019-02-21DOI: 10.1108/case.iima.2020.000198
A. Pathak
‘Title retention Clause’ was introduced in sale of goods contracts to prevent the transfer of ownership till the seller was fully paid. Exigencies of businesses have led to introduction of further clauses allowing the buyer to use or sub-sell the goods even before the transfer of ownership. The conflicting provisions, as the judgment of the United Kingdom Supreme Court in PST Energy 7 Shipping v O.W. Bunker Malta Limited brings out, changes the very character of the contract. The contract fails to be a contract of sale of goods depriving the parties of the valuable rights.
在货物买卖合同中引入了“所有权保留条款”，以防止所有权转移，直到卖方得到全额付款。企业的紧急情况导致引入进一步的条款，允许买方使用或转售货物，甚至在所有权转移之前。正如英国最高法院在PST Energy 7 Shipping诉O.W. Bunker Malta Limited一案中的判决所揭示的那样，这些相互冲突的条款改变了合同的本质。合同不属于货物买卖合同，剥夺了当事人的宝贵权利。
{"title":"Ownership Retention Terms in Sale Contracts Gone Astray: PST Energy 7 Shipping v.O.W. Bunker Malta Limited","authors":"A. Pathak","doi":"10.1108/case.iima.2020.000198","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000198","url":null,"abstract":"‘Title retention Clause’ was introduced in sale of goods contracts to prevent the transfer of ownership till the seller was fully paid. Exigencies of businesses have led to introduction of further clauses allowing the buyer to use or sub-sell the goods even before the transfer of ownership. The conflicting provisions, as the judgment of the United Kingdom Supreme Court in PST Energy 7 Shipping v O.W. Bunker Malta Limited brings out, changes the very character of the contract. The contract fails to be a contract of sale of goods depriving the parties of the valuable rights.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"3 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-02-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120996522","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-11-29DOI: 10.1108/CASE.IIMA.2020.000151
Archit Garg, Aashish Gupta, G. Maheshwari, A. Sinha, Anish Sugathan
Technology has come a long way in the financial industry since the days of hard share certificates. The industry has been evolving at a very fast pace and today almost everything is online. Back in 2010, Nithin Kamath decided to set up an online brokerage platform that was capable of meeting the needs of the retail customers in the most efficient way. Efficiency for him meant both execution efficiency and cost efficiency. He was able to introduce zero commission trading to consumers and yet generate revenues through a business model never considered by the leading brokers during that time. The firm has ever since been growing based on the principle of Technology first by bringing valuable services to the customers. Interestingly, the firm has spent little on marketing and the growth has been riding on the back of customer satisfaction.
{"title":"Zerodha - A Success Story(A)","authors":"Archit Garg, Aashish Gupta, G. Maheshwari, A. Sinha, Anish Sugathan","doi":"10.1108/CASE.IIMA.2020.000151","DOIUrl":"https://doi.org/10.1108/CASE.IIMA.2020.000151","url":null,"abstract":"Technology has come a long way in the financial industry since the days of hard share certificates. The industry has been evolving at a very fast pace and today almost everything is online. Back in 2010, Nithin Kamath decided to set up an online brokerage platform that was capable of meeting the needs of the retail customers in the most efficient way. Efficiency for him meant both execution efficiency and cost efficiency. He was able to introduce zero commission trading to consumers and yet generate revenues through a business model never considered by the leading brokers during that time. The firm has ever since been growing based on the principle of Technology first by bringing valuable services to the customers. Interestingly, the firm has spent little on marketing and the growth has been riding on the back of customer satisfaction.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-11-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130342876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
On October 1, 2017, Gopal Vittal, Managing Director and Chief Executive Officer-India and South Asia, Bharti Airtel, was in his New Delhi office reviewing current trends and Airtel's position in Indian Telecom. His primary concern was the shifting data consumption trend in the Indian Telecom Industry (Exhibit 1) and the disruptive changes that were impacting pricing and profitability since the entry of Reliance Jio Infocomm Limited (Jio) in September 2016. Data consumption in Indian telecom had started increasing exponentially after the entry of Jio who offered lifetime free voice services followed by rock-bottom data tariffs. As Vittal reviewed the data, he wondered if the voice market through a non-VOIP provision was now saturated and would rapidly decline. He was also concerned about the price and revenue implications for Airtel. How might the voice market evolve? How should he act on the pricing front to enable Airtel revenues to continue to grow in the context of what appeared to be predatory pricing by Reliance Jio?
{"title":"Airtel: Pricing in the Cannibalisation Era and Transition to Data","authors":"A. Sahay, Tara Tiwari","doi":"10.4135/9781529709605","DOIUrl":"https://doi.org/10.4135/9781529709605","url":null,"abstract":"On October 1, 2017, Gopal Vittal, Managing Director and Chief Executive Officer-India and South Asia, Bharti Airtel, was in his New Delhi office reviewing current trends and Airtel's position in Indian Telecom. His primary concern was the shifting data consumption trend in the Indian Telecom Industry (Exhibit 1) and the disruptive changes that were impacting pricing and profitability since the entry of Reliance Jio Infocomm Limited (Jio) in September 2016. Data consumption in Indian telecom had started increasing exponentially after the entry of Jio who offered lifetime free voice services followed by rock-bottom data tariffs. As Vittal reviewed the data, he wondered if the voice market through a non-VOIP provision was now saturated and would rapidly decline. He was also concerned about the price and revenue implications for Airtel. How might the voice market evolve? How should he act on the pricing front to enable Airtel revenues to continue to grow in the context of what appeared to be predatory pricing by Reliance Jio?","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-10-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114410483","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-09-12DOI: 10.1108/case.iima.2020.000175
Bhavin J. Shah, N. Ravichandran
The case presents a customer's experience during the purchase of a pair of shoes in an upmarket retail outlet of Bharat Footwear Limited (BFL), in Ahmedabad, wherein he was offered a discount coupon meant for shareholders, at a shared consideration of 60 (buyer) and 40 (agent). The customer needs to decide on the acceptance or otherwise of the deal. Adequate data is provided to discuss this central issue in a business context along with an estimate of the secondary market of discount coupons. The analysis of the case leads to a debate on whether the discount policy should be continued or otherwise. While several sharing arrangements for the discount amount are considered, the key to the situation is not such arrangements but a robust system in dispensing these coupons.
{"title":"Bharat Footwear Limited Discount Coupons","authors":"Bhavin J. Shah, N. Ravichandran","doi":"10.1108/case.iima.2020.000175","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000175","url":null,"abstract":"The case presents a customer's experience during the purchase of a pair of shoes in an upmarket retail outlet of Bharat Footwear Limited (BFL), in Ahmedabad, wherein he was offered a discount coupon meant for shareholders, at a shared consideration of 60 (buyer) and 40 (agent). The customer needs to decide on the acceptance or otherwise of the deal. Adequate data is provided to discuss this central issue in a business context along with an estimate of the secondary market of discount coupons. The analysis of the case leads to a debate on whether the discount policy should be continued or otherwise. While several sharing arrangements for the discount amount are considered, the key to the situation is not such arrangements but a robust system in dispensing these coupons.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121867459","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The case describes how a leader simultaneously addresses various aspects of business and people management to achieve a turnaround. The actions taken by the leader to get rid of the non-functional practices, nurture the existing practices, and create new strategies and processes to accomplish business growth are described. The leader reshapes the organisational culture in partnership with the human resource department. The case can be used to show the different leadership styles (transactional and transformational) and tactics for managing change-partnering with HR to revamp people practices, cherry-pick and develop the right talent, etc.
{"title":"Nucor Rochelle India Limited (NRIL)","authors":"N. Vohra, Arohini Narain, D. Bhatnagar","doi":"10.4135/9781529709742","DOIUrl":"https://doi.org/10.4135/9781529709742","url":null,"abstract":"The case describes how a leader simultaneously addresses various aspects of business and people management to achieve a turnaround. The actions taken by the leader to get rid of the non-functional practices, nurture the existing practices, and create new strategies and processes to accomplish business growth are described. The leader reshapes the organisational culture in partnership with the human resource department. The case can be used to show the different leadership styles (transactional and transformational) and tactics for managing change-partnering with HR to revamp people practices, cherry-pick and develop the right talent, etc.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134579226","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the personalities, work styles and attitude of Meera Nair and Mohit Dubey, her contemporary looking after client relationships. Nair finds inconsistencies in the words and actions of Dubey that have started to impact the work and motivation of her team. Her unsuccessful attempts to draw the attention of their boss Shekhar Sinha to these variances have left her unsure and demotivated. Sinha overlooks Dubey's fallacies and shows no signs of paying attention to the discrepancies and contradictions.
{"title":"Meera Nair at PhoenixWay: Which Way to Go?","authors":"P. Premapuri, Vishal Gupta","doi":"10.4135/9781529709766","DOIUrl":"https://doi.org/10.4135/9781529709766","url":null,"abstract":"The case describes the dilemma faced by Meera Nair, chief manager at PhoenixWay – a consultancy firm that has successfully grown over the years. There is a silent conflict in the personalities, work styles and attitude of Meera Nair and Mohit Dubey, her contemporary looking after client relationships. Nair finds inconsistencies in the words and actions of Dubey that have started to impact the work and motivation of her team. Her unsuccessful attempts to draw the attention of their boss Shekhar Sinha to these variances have left her unsure and demotivated. Sinha overlooks Dubey's fallacies and shows no signs of paying attention to the discrepancies and contradictions.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"8 3","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"120862493","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-08-01DOI: 10.1108/case.iima.2020.000148
D. Roy, Mukund Raut, Sanchit Agrawal, Shubham Agrawal
Takshshila, the owner of Sandwichworkz, a trendy restaurant in Ahmedabad, India, is worried about the diminishing profitability of her restaurant. Recent promotional offers have increased the footfall, but not profitability. To address this issue, she knew she had to optimize and redesign their menu. She also realizes that to properly address this issue, they would beed to take into account factors such as popularity of each menu item and their per unit profitability. She contacts Nick, a restaurant consultant who further dwells into calculating the costs involved in making each item, to determine the per unit profitability. He proposed plotting the popularity vs. popularity graph (as per Kasavana Smith model) and making qyadrant specific re-enginering decisions. Post his analysis using this menu re-engineering tool, he calls Takshshila with his recommendations. During the call, they come across a new costing methodology which may affect his recommendations. Which methodology should Nick use? Should Takshshila invest in capturing data for the new methodology?
{"title":"Sandwichworkz - The Fusion Street Café","authors":"D. Roy, Mukund Raut, Sanchit Agrawal, Shubham Agrawal","doi":"10.1108/case.iima.2020.000148","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000148","url":null,"abstract":"Takshshila, the owner of Sandwichworkz, a trendy restaurant in Ahmedabad, India, is worried about the diminishing profitability of her restaurant. Recent promotional offers have increased the footfall, but not profitability. To address this issue, she knew she had to optimize and redesign their menu. She also realizes that to properly address this issue, they would beed to take into account factors such as popularity of each menu item and their per unit profitability. She contacts Nick, a restaurant consultant who further dwells into calculating the costs involved in making each item, to determine the per unit profitability. He proposed plotting the popularity vs. popularity graph (as per Kasavana Smith model) and making qyadrant specific re-enginering decisions. Post his analysis using this menu re-engineering tool, he calls Takshshila with his recommendations. During the call, they come across a new costing methodology which may affect his recommendations. Which methodology should Nick use? Should Takshshila invest in capturing data for the new methodology?","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122875331","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-07-31DOI: 10.1108/case.iima.2020.000126
S. Aggarwal, Maharaja Agrasen, Vishali Gupta
The case describes the situation of Vasudha Kumar, Manager – Background Vetting at Praxum Services Limited. She is surprised by the unexpected resignation of her team member a few days before she has to leave for her maternity break. In a small team, how does she deal with this unanticipated resignation? She wonders if this is ethical. Kumar, the protagonist of the case had to handle multiple crisis situations along her journey. How will she overcome challenges of managing the new gen workforce?
{"title":"Vasudha's Dismay","authors":"S. Aggarwal, Maharaja Agrasen, Vishali Gupta","doi":"10.1108/case.iima.2020.000126","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000126","url":null,"abstract":"The case describes the situation of Vasudha Kumar, Manager – Background Vetting at Praxum Services Limited. She is surprised by the unexpected resignation of her team member a few days before she has to leave for her maternity break. In a small team, how does she deal with this unanticipated resignation? She wonders if this is ethical. Kumar, the protagonist of the case had to handle multiple crisis situations along her journey. How will she overcome challenges of managing the new gen workforce?","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"333 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121266862","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the marketplace, collaborated to develop an online platform which would bring in significant efficiency in the system and benefit all the players. The case shows that first attempt to develop such a platform failed in the late 90s. However, similar attempt, later on, was inching towards success. That shows the impact of timing of technology and Shared Beliefs. While Case A narrates the problems faced by a few managers and needs for autoDx, Case B details how the project became successful and was under the process of adoption by various organizations.
{"title":"Transformation of Indian Automobile Industry through Inter-Organization IT initiative: AutoDX (B)","authors":"S. Verma","doi":"10.4135/9781529709759","DOIUrl":"https://doi.org/10.4135/9781529709759","url":null,"abstract":"AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the marketplace, collaborated to develop an online platform which would bring in significant efficiency in the system and benefit all the players. The case shows that first attempt to develop such a platform failed in the late 90s. However, similar attempt, later on, was inching towards success. That shows the impact of timing of technology and Shared Beliefs. While Case A narrates the problems faced by a few managers and needs for autoDx, Case B details how the project became successful and was under the process of adoption by various organizations.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123529131","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：